Governance of Project

Management

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APM Governance SIG

2

Agenda

APM Governance SIG

What is Governance of PM and why is it important?

Core Principles of Governance

Governance Structure & key roles

Behaviour

Case Studies

Get involved

APM Governance SIG

3

Governance SIG

Objectives

Be the UK focus

Advance understanding

Contribute to good practice

Influence national and

international standard making

authorities

Influence those operationally

responsible

Develop ambassadors and

exemplars of excellence

4….in the governance of project management (change)

Activities

Engagement – CxO level

as well as APM members

Conferences and Seminars

Publications

Influence of, and

contribution to, standards

Directing Change

2nd edition 2011

Update for 2017

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Governance of Co-

owned Projects

2017

Sponsoring Change

Update for 2017

Free to APM members at www.apm.org.uk/memberdownloads

GovSIG Publications

Agile Governance

2016

Why is Good Governance important?

Key success factor for project outcomes

Competitive advantage for businesses

Provides for internal controls

Externally, it reassures stakeholders that their money is

being invested well

Good governance is increasingly demanded by

shareholders, government and regulators

To comply with external regulations and legislation (e.g.

the UK Corporate Governance Code and Sarbanes-Oxley

in the USA).

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UK Code ….“comply or explain”

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“No such thing as failed projects, only failed governance” Andrew Bragg – Former CEO APM

Recent Research

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“poor performance results in organisations

wasting $109m in every $1bn invested in

projects”

“high performing organisations

successfully complete 89% of their

projects, while low performers complete

only 36% successfully”

“Fit-for-purpose governance strongly

influences project and programme

success”

“higher performance is correlated with

higher maturity”.

“there is a highly

visible disconnect

between Executive

Teams and Project

Managers”

“C-Suite are often

missing in action”.

Misalignment of ‘Run the

business’ and ‘Change

the business’ results in

‘wastage’ of resources

“only 62% of programmes have an established

or mature link between programme objectives

and organisational strategy and only 50% of the

respondents felt that the boundaries of their

organisations portfolio were clearly defined and

decision making well supported”

“Just 42% of companies reported having high alignment of

projects and organisational strategy”

“Companies with high degrees of alignment have more

successful projects (69%) compares with companies with low

alignment (45%)”

“80% of the projects

with active sponsors

reported a success rate

of 75%, which is much

higher than the

average”

“actively engaged

sponsors is the top

driver of project

success”

Sources:

2014 PMI Pulse Survey

PwC 2104 Global Survey

PwC 2012 Global Survey

APM Factors for Project Success 2014

GovSIG Benchmarking

“only 38% of programmes

had established processes

to identify benefits at the

outset”

“only 20% had robust

benefits measurement

processes in place during

implementation”

“lower value projects

are more successful

than large more

complicated projects”

“of the success factors, ‘delivery to

time’ showed the least success”

“62% of portfolios do not have

benefits in the sponsor’s personal

performance targets”

“Only 57% of sponsors had

received sponsor training”

Directing Change Principles - 1

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Directing Change Principles - 2

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SPONSORSHIP

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Attributes of Successful Project Sponsorship

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Project Sponsor effectiveness = best single predicator of

project success or failure

Appoint a named Sponsor early in the project lifecycle

Critical success attributes:

1. Support

2. Continuity

3. Alignment

Personal Attributes:

1. Understanding

2. Competence

3. Credibility

4. Commitment

5. Engagement

Questions1. Checklists or descriptions

Which are most helpful?

2. What is the biggest single impediment to

sponsorship in your environment?

3. Most misunderstood aspect of Sponsorship within

your experience?

4. What are the most important aspects to consider

when choosing a sponsor?

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Governance of Agile

Working

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Guidance to the Governance of

Agile Project Management

Directing Agile

Change

Why we need a Guide for Governance

of Agile Project Management

Growingly popular topic in P3M

Guide produced in response to requests

Mythology about Agile scares the Board

Help to explain the change in mind set needed

Who is it for?

All Those involved in governance of all change initiatives

Boards

Organisation, Society, Programme and Project

Influencers of the Board

E.g. assurers, portfolio managers

Sponsors

Stage gate reviewers

Programme and Project Managers

Iterative Delivery

Collaborative Behaviour

Decisions at the work face

New measures of progress

Agile - The Essential Difference

It’s a different mindset

Discipline is still required (business case, requirements,

configuration, etc.)

A Fad? - No

Agile is not the only way

Not just for software

Agile only works for small projects

Need to adjust existing governance processes

The Myths

More listed in guide

Some Principles This is the governance of PM

not how to do Agile

Waterfall vs Agile - how to decide

Directing Change is a valid basis for PM Governance

Incremental delivery

Collaboration

Just Enough Definition

Learn as you go

Key Roles and Techniques

Key Roles (major transformation)

Business (Programme) Sponsor

Business Visionary (or Product owner)

Programme Manager

Technical Co-ordinator or Business Architect

Project Manager or Scrum Master

Business Change owner / lead

Agile Coach

Business Process Analysts

Tools / Techniques

DSDM Atern

SCRUM

Lean

KanBan

MoSCow

Timeboxing

When to Consider Agile

Leadership not Direction

New Behaviour is paramount to improve

Organisational Culture

Agile Training is essential

Board, PM, Sponsor and team

The team is driving and making decisions

Thinking not management rote

Some Hints and Tips

Behaviour & Culture

Board

Support strongly, stay back, set clear objectives

Empower

Project Sponsor / Product Owner

Engage, embrace, enjoy (and dedicate time as

part of team)

Project Manager / Delivery Lead

Delegate, collaborate, remove blockages

Build and empower the team

The Lists in the Guide

Not a check list!! Comply or explain?

To your own satisfaction, this is Guidance not a

Recipe

Your choices matter

As a Board

As a Sponsor

As Project Manager

As an independent reviewer

Paperback: 246x189mm, 2016

Publisher: APM

Author: APM Governance

Specific Interest Group

ISBN 978-1-903494-60-8

Publication date: September

2016

Price: £15.00

Discount: 10% off for APM

members

APM members should contact

Turpin Distribution on +44

(0)1767 604951 to receive their

10% discount

via APM Website

Where to get it

Governance of Co-Owned Projects

New Guide

Originally Published as

Co-Directing Change

2007

Revised with New Title

January 2017

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What are Co-Owned Projects

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Principles

Formal Arrangements

Agreements

Flexibility and Change Management

o Unified European Patent example

o Germany joining Eurodass

o Voting Rights

Benefits and Rights

o Risk Appetite

o Risk

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Principles 2

Co-Owner to Co-Owner due Diligence

Mutually Accepted Business Cases

o Risk

Co-Owners legal & Governance Compatibility

o Decision Making Points and Delays due to

leapfrogging

Co-Owners standing Culture and Capability

o Ethics

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Principles 3

Working Arrangements

Reporting

o Metrics

o External requirements

Assurance and transparency

o Independence agreements

Stakeholder relationships

o Internal and External

Trust collaboration and value maximisation

o Formal and Informal arrangements

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Getting Involved

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Getting Involved with GovSIG

Join APM GovSIG

Blogging

Research

Active Committee

New guides Sponsorship and Directing Change

III in 2017

Interact with other groups

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Sposnorship

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Why does every project

need a sponsor?

Separation of Decision Making

Objectives, appointment of the

PM, Start/ stop

Accountability for benefits

After the project has delivered

Oversight of the PM function

Challenge

Stakeholder Management

So What is a Sponsor Like?

Supportive, Long Term, Aligned

with the Organisation.

A Leader

Understands the Project,

Credible

Wise

Engaged

What the sponsor does for the Organisation

Leads the whole change in

alignment with the strategies

Keeps the project in line

Risk,

Behaviour

Benefits

Liaises with others on behalf of

the project

What the sponsor does for the PM

Decides in the business context

Ensures the project is suported

Supports and challenges the PM

Godfather/ Nurse/Scout/?????